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Please see the Supplemental Materials section below to order H. Roizen, the adapted version mentioned in the Teaching Note. Only faculty with Harvard Business Publishing Educator Premium Access may access this supplemental case.

Heidi Roizen, a venture capitalist at SOFTBANK Venture Capital and a former entrepreneur, maintains an extensive personal and professional network. She leverages this network to benefit both herself and others. The case considers the steps she's taken to build and cultivate a network that is both broad and deep.

learning objective:

Provides students with an example of an effective social network; facilitates discussion of network types, content, costs, and benefits.

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Discusses the negotiation of a possible trademark infringement involving a German conglomerate and a Taiwanese trading firm.

learning objective:

1) To identify and evaluate key tactical choices in opening negotiation, 2) to expose students to the overlooked connections between tactics and broader strategy, 3) to explore gender, culture, and power issues in bargaining.

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Presents a series of multiple choice options to be distributed and discussed in class.

learning objective:

1) To identifiy and evaluate key tactical choices in opening negotiation, 2) to expose the overlooked connections between tactics and broader strategy, 3) to examine gender, culture, and power issues in bargaining.

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This case is a special format with embedded videos - it is only available for use electronically. If you are interested in getting printed copies of this case, please feel free to use the version of the case without embedded videos, which is case number 910017.

Carolina for Kibera (CFK) is an international non-profit organization whose mission is to promote youth leadership and gender and ethnic cooperation in Kibera, the largest unstructured settlement situated in the heart of Nairobi, Kenya. CFK's programs constructively leverage the power of the community, offering an exemplar of participatory development. CFK's affiliation with the University of North Carolina offers a new model of social enterprise. After eight years of success under the founding leadership of Salim Mohamed, Rye Barcott and Kim Chapman, CFK is at a critical juncture. Mohamed, Executive Director of all operations in Kibera, is leaving to go to graduate school. Barcott, Founder and President, has a new career and a growing family and can no longer play an active role in CFK's operations. Chapman, Chair of the U.S. Board of Directors, has accepted a full-time faculty position and must step down from her roles at CFK. These departures come at a time when the Gates Foundation has just awarded CFK a two-year, $1 million grant. The case ends as CFK begins to grapple with impending changes in organizational leadership and activities.

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Two young attorneys found and begin to build the Indego Africa Project, an NGO partnering with women's cooperatives in Rwanda. Indego connects the cooperatives to the international retail market for handmade artisan products, helps the cooperatives build their business capacity, and develops and delivers classroom training in life and business skills for the cooperative members. At the time of the case, Indego is partnering with three cooperatives. The NGO is staffed mostly with volunteers and the founders are stretched to the limit, between managing the growing organization and all of the necessary fundraising activities. The organization hopes to partner with more coops and increase its impact in Rwanda and beyond, but the path to sustained growth and impact is not clear.

learning objective:

To identify the difficulties encountered in development stage enterprises. To identify the steps needed to move beyond founder control in development stage enterprises. To explore the synergies and conflicts between for-profit and not-for-profit activities housed in one organization. To assess the value and constraints of personal ties as a source of access and funding in early stage social enterprises.

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The case is about the decision to convert a not-for-profit organization into a for-profit company. STFC, which is part of a larger non-profit organization - the Self-Employed Women's Association (SEWA) - works to improve the livelihoods of very poor rural and urban women in India. It does so by translating traditional Indian embroidery skills into contemporary apparel and home furnishings that STFC then helps to market and sell around the world. Organized as a producers' cooperative, STFC is owned by its artisan-members. STFC is thinking of changing to for-profit status because it would enable faster and more sustainable growth by providing access to outside funds, and also allow the payment of dividends, which would further improve the women's livelihoods. The legal and financial implications of such a move aside, it is not clear that STFC would be able to withstand the changes such a transformation would entail. Most importantly, would an organization accustomed to taking decisions based solely on social benefit criteria be able to adjust to a for-profit mentality? And, would customers accept the change?

learning objective:

To help students understand the implications of choosing a for-profit or non-profit model and the implications of changing an element of the business model.

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This is the standard text version of this case. If you are interested in electronic use of a version with embedded videos, there is a version of the case with that additional content. It is case number 913701.

A growing NGO based in Kibera, Nairobi, Kenya, is facing a complete change in leadership as the founders step back. At the same time, a $1 million grant presents new opportunities and challenges.

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The director of a research coalition and the founder/coordinator of an NGO consortium meet to discuss the possibility of jointly drafting a proposal for an integrated research and development project in the Congo River basin. Approved projects will receive an annual operating budget of $2 million. Together they must develop a joint plan for how the money should be spent.

learning objective:

Provides a platform to discuss a multi-issue negotiation in which cooperation is vital but the two parties have different perspectives and interests. To learn how to create value through bundling and tradeoffs. To gain a better understanding of Pareto optimality. To explore the effects of complex social contexts on negotiation processes.

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The director of a research coalition and the founder/coordinator of an NGO consortium meet to discuss the possibility of jointly drafting a proposal for an integrated research and development project in the Congo River basin. Approved projects will receive an annual operating budget of $2 million. Together they must develop a joint plan for how the money should be spent.

learning objective:

Provides a platform to discuss a multi-issue negotiation in which cooperation is vital but the two parties have different perspectives and interests. To learn how to create value through bundling and tradeoffs. To gain a better understanding of Pareto optimality. To explore the effects of complex social contexts on negotiation processes.

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Pat Fili-Krushel has agreed to take on the job of first executive vice president of administration for AOL Time Warner, leading corporate human resources, internal communications, real estate and facilities, and other administrative roles for the combined company. She must figure out how to structure the job, and how to start her relationship with her new boss, CEO Richard Parsons. Two factors complicate this decision. First, AOL Time Warner is experiencing significant internal conflict and Fili-Krushel is stepping into the middle of it. Second, Fili-Krushel has built her career on increasingly large line leadership positions, such as the president of ABC Network, and has no experience in getting things done without line authority. The case lays out the steps she takes to build authority and respect within the firm, and outlines the process of moving the firm's leaders from conflict to collaboration.

learning objective:

To facilitate a discussion around critical decision points individuals face mid-career, using influence and negotiation strategies for career management and addressing job challenges; and to analyze specific influence and negotiation tactics used in different stages of a career.

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